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NEW QUESTION # 160
What is one component of a Guardrail in Lean Portfolio Management?

• A. Determining if business needs meet the Portfolio Threshold
• B. Capacity allocation of the Value Stream compared to process mapping
• C. Participatory budgeting forums that lead to Value Stream budget changes
• D. Allocation of centralized vs decentralized decisions in the Enterprise

Answer: D

Explanation:
Explanation
A guardrail in Lean Portfolio Management (LPM) is a policy or practice that helps ensure that the portfolio is aligned and funded to create and maintain the solutions needed to meet business targets. One of the guardrails in LPM is the allocation of centralized vs decentralized decisions in the enterprise. This guardrail defines the boundaries and guidelines for decision making at different levels of the organization, such as strategic, tactical, and operational. Centralized decisions are those that require alignment and agreement across multiple value streams or portfolios, such as vision, strategy, budget allocation, and governance. Decentralized decisions are those that can be made by the value streams or teams closest to the customer and the work, such as backlog prioritization, solution design, and delivery. The goal of this guardrail is to empower the teams and value streams to make fast and effective decisions, while ensuring alignment and coherence at the portfolio and enterprise levels12. References: Lean Budget Guardrails - Scaled Agile Framework, Decentralize Decision Making - Scaled Agile Framework

NEW QUESTION # 161
James is a Product Owner. It is day seven of the Iteration and his team tells him that they may miss their Iteration commitment. What should James do?

• A. Ensure the Iteration backlog is accurately prioritized
• B. Support adding an Innovation and Planning Iteration directly after the current Iteration
• C. Agree to add a person from the System Team to complete the work
• D. Support splitting a Story into a coding story and a testing story, and then moving the testing story into the next Iteration

Answer: A

Explanation:
Explanation
= As a Product Owner, James is responsible for managing the Iteration backlog and ensuring that the most valuable and feasible work items are delivered by the team1. If the team tells him that they may miss their Iteration commitment, James should collaborate with them to review and reprioritize the backlog, and identify the minimum viable increment that can be completed within the Iteration timebox2. James should not support adding an Innovation and Planning Iteration, as this would disrupt the cadence and synchronization of the Agile Release Train3. James should not agree to add a person from the System Team, as this would violate the team autonomy and self-organization principles4. James should not support splitting a Story into a coding story and a testing story, as this would create technical debt and compromise the quality and value of the deliverable5. References: = 1: Product Owner - Scaled Agile Framework6; 2: Iteration Planning - Scaled Agile Framework7; 3: Innovation and Planning Iteration - Scaled Agile Framework8; 4: Agile Teams - Scaled Agile Framework9; 5: Story - Scaled Agile Framework10

NEW QUESTION # 162
An Agile Team has which two characteristics? (Choose two.)

• A. A stand-alone unit of individuals who do not require input from other teams to complete their tasks
• B. A small group of typically 5 - 11 dedicated individuals who have the skills necessary to define, build, test, and deploy increments of value
• C. A large group of individuals who all work together to create value for the client
• D. A group of dedicated individuals who are empowered, self-organizing, self-managing, and deliver value
• E. A group of dedicated individuals that work in phase-gate steps to complete their PI Objectives

Answer: B,D

NEW QUESTION # 163
Which is an aspect of systems thinking?

• A. The length of the queue impacts the wait time
• B. Cadence makes routine everything that can be routine
• C. Mastery drives intrinsic motivation
• D. Optimizing a component does not optimize the system

Answer: D

Explanation:
Explanation
Systems thinking is a holistic approach to solution development, incorporating all aspects of a system and its environment into the design, development, deployment, and maintenance. It requires leaders and teams to understand the solution, the enterprise, and the value stream as a system. One of the principles of systems thinking is that optimizing a component of the system does not optimize the whole system. In fact, it may even harm the system performance, as it may create bottlenecks, conflicts, or waste in other parts of the system.
Therefore, systems thinking encourages looking at the system as a whole and finding the best trade-offs and synergies among the components. References: Principle #2 - Apply systems thinking - Scaled Agile Framework, What 'systems thinking' actually means - and why it matters today | World Economic Forum, What is Systems Thinking? - Critical Thinking Secrets

NEW QUESTION # 164
Which statement is true about uncommitted objectives?

• A. They are extra things the team can do if they have time
• B. The work to deliver uncommitted objectives is not planned into the Iterations during PI planning
• C. They do not get assigned a business value score
• D. They help improve predictability

Answer: C

Explanation:
Explanation
Uncommitted objectives are used to identify work that can be variable within the scope of a PI. The work is planned, but the outcome is not certain. Teams can apply uncommitted objectives whenever there is low confidence in meeting the objective. Uncommitted objectives do not get assigned a business value score because they are not part of the ART predictability measure. They are also not included in the program predictability report. However, they are still important and valuable, and teams should strive to achieve them if possible. References: PI Objectives, PI Planning, What is an uncommitted objective in SAFe?

NEW QUESTION # 165
Which of the following design-thinking techniques helps break down Features while considering the end-to-end user flow?

• A. Personas
• B. Story Mapping
• C. Gemba walks
• D. Market research

Answer: B

Explanation:
Explanation
Story Mapping is a design-thinking technique that helps break down Features while considering the end-to-end user flow. It is a collaborative practice that visually maps the user journey and the activities that the user performs to reach a desired outcome. Story Mapping helps teams understand the user needs, prioritize the backlog, and plan the iterations and PIs. References: Story Mapping, Story, Exam Study Guide: SP (6.0) - SAFe Practitioner

NEW QUESTION # 166
What are the SAFe Core Values?

• A. Commitment, Competency, Collocation, Culture
• B. Built-in Quality, Program Execution, Alignment, Transparency
• C. Code Quality, Fast Feedback, Alignment, Trust
• D. People and Culture, Transparency, Collaboration, Responding to Change

Answer: B

NEW QUESTION # 167
What is one way to show true progress of business outcomes?

• A. Conduct a System Demo
• B. Review the Kanban board
• C. Discuss during PI Planning
• D. Analyze ART metrics

Answer: A

Explanation:
Explanation
A System Demo is one way to show true progress of business outcomes. A System Demo is a significant event that provides an integrated view of new features for the most recent iteration delivered by all the teams in the Agile Release Train (ART). The System Demo is attended by customers, stakeholders, and ART members, who evaluate the system and provide feedback. The System Demo is a key measure of solution quality, customer value, and ART velocity. It also helps to validate the alignment of the PI Objectives with the business outcomes. References: System Demo - Scaled Agile Framework, SAFe for Teams - Know Your Role on an Agile Team | Scaled Agile, Exam Study Guide: SP (6.0) - SAFe Practitioner - scaledagile.com

NEW QUESTION # 168
What represents the workflow, activities, and automation needed to deliver new functionality more frequently?

• A. The Lean budget Guardrails
• B. Portfolio Kanban
• C. The PI Planning process
• D. The Continuous Delivery Pipeline

Answer: D

Explanation:
Explanation
The Continuous Delivery Pipeline represents the workflow, activities, and automation needed to deliver new functionality more frequently. It consists of four elements: Continuous Exploration, Continuous Integration, Continuous Deployment, and Release on Demand. The pipeline enables faster value delivery, higher quality, and lower risk. References: Exam Study Guide: SP (6.0) - SAFe Practitioner, Continuous Delivery Pipeline, Lesson 4: Deliver Value

NEW QUESTION # 169
What is one component of the Continuous Delivery Pipeline?

• A. Continuous Exploration
• B. Continuous Cadence
• C. Continuous Planning
• D. Continuous Improvement

Answer: A

Explanation:
Explanation
Continuous Exploration (CE) is one of the four aspects of the Continuous Delivery Pipeline (CDP), along with Continuous Integration (CI), Continuous Deployment (CD), and Release on Demand1. CE focuses on creating alignment on what needs to be built by applying design thinking and Lean startup principles2. CE involves generating and validating hypotheses, defining a Minimum Viable Product (MVP), and developing a vision, roadmap, and features for the solution2. CE enables the enterprise to understand the market problem or customer need and the solution required to meet that need2. References: Continuous Delivery Pipeline, Continuous Exploration

NEW QUESTION # 170
What is the purpose of the Iteration review?

• A. To identify where there is too much work in the system
• B. To work on solutions for backlog items
• C. To forecast where work is estimated for the upcoming PIs
• D. To measure the team's progress

Answer: D

Explanation:
Explanation
The purpose of the Iteration review is to measure the team's progress by showing working stories to the Product Owner and other stakeholders and getting their feedback. The Iteration review provides a way to gather immediate, contextual feedback from the team's stakeholders on a regular cadence. The Iteration review also allows the team to demonstrate their contributions, receive feedback to improve the solution, and adjust the Team Backlog based on new opportunities1234. References: Iteration Review - Scaled Agile Framework, Iteration Review - Scaled Agile Framework, What is Iteration review in SAFe 6.0? - premieragile.com, Iteration Review - Scaled Agile Framework

NEW QUESTION # 171
Which of the core competencies of the Lean Enterprise helps align strategy and execution?

• A. Team & Technical Agility
• B. Agile Product Delivery
• C. Lean Portfolio Management
• D. Organizational Agility

Answer: C

Explanation:
Explanation
= Lean Portfolio Management (LPM) is one of the seven core competencies of the Lean Enterprise that helps align strategy and execution. LPM enables enterprises to establish and communicate a set of strategic themes that provide business context for decision making and investment allocation. LPM also helps to apply Lean budgeting and guardrails to empower decentralized program execution and foster innovation. LPM also supports Agile portfolio operations and governance by providing the necessary visibility, coordination, and collaboration across the portfolio. References: = SAFe for Lean Enterprises, Lean Portfolio Management

NEW QUESTION # 172
Which statement is true about Iteration Planning?

• A. The PO does not need to attend
• B. It is required for every Iteration to enable fast learning cycles
• C. Items are assigned to the team members
• D. It occurs on the last day of the Iteration

Answer: B

NEW QUESTION # 173
Which statement is true about work in process (WIP) limits?

• A. Lower WIP limits improve flow
• B. Higher WIP limits result in lower utilization
• C. Lower WIP limits result in fewer Stories being completed
• D. Higher WIP limits provide richer feedback

Answer: A

Explanation:
Explanation
Lowering the work in process (WIP) limits improves the flow of value through the system by reducing the amount of work that is started but not finished, minimizing the waste of context switching and multitasking, and increasing the focus and collaboration of the teams. Lower WIP limits also help identify and eliminate bottlenecks, balance demand and capacity, and accelerate feedback and learning. According to the SAFe Principle #6, visualizing and limiting WIP is one of the key practices to achieve continuous flow and deliver value in the shortest sustainable lead time. References: Principle #6 - Visualize and Limit WIP, Reduce Batch Sizes, and Manage Queue Lengths - Scaled Agile Framework, Understanding SAFe Work In Progress Limits - Strongback Consulting

NEW QUESTION # 174
What information does a cumulative flow diagram provide?

• A. The data for the team to identify current bottlenecks
• B. The self-assessment information for the teams
• C. The derived predictability data for the team
• D. The cycle time system information which starts the implementation

Answer: A

Explanation:
Explanation
According to the SAFe for Teams SP (6.0) - SAFe Practitioner handbook and study guide, a cumulative flow diagram (CFD) is a visual tool that shows the amount of work in each stage of a process over time. It helps teams monitor the flow of work, identify bottlenecks, and improve efficiency. A CFD provides the following information:
The total number of work items in the system (the height of the diagram) The number of work items in each stage of the process (the width of each band) The lead time for each work item (the horizontal distance from the left to the right edge of the diagram) The cycle time for each work item (the horizontal distance from one stage to another within the diagram) The throughput of the system (the slope of the diagram) The stability of the system (the smoothness of the diagram) By analyzing the CFD, teams can identify current bottlenecks, such as:
A large amount of work in progress (WIP), which indicates a high lead time and low throughput A wide band in a specific stage, which indicates a long cycle time and a potential impediment A steep or jagged slope, which indicates a high variability and unpredictability References: Exam Study Guide: SP (6.0) - SAFe Practitioner, SAFe for Teams - Know Your Role on an Agile Team, Cumulative Flow Diagram SAFe: Complete Guide

NEW QUESTION # 175
- During Iteration execution, a team's velocity tends to be most affected by what?

• A. Changing team size, team makeup, and technical context
• B. Product Owner changes, changing estimations, and new Features
• C. Changing financial planners, a new Scrum Master, and new testers
• D. Productivity changes, team location, and innovation measures

Answer: A

NEW QUESTION # 176
What visibility should Scrum Masters provide during the Agile Release Train Sync?

• A. Visibility into system Solution Intent
• B. Visibility into single source design decisions
• C. Visibility into progress and impediments
• D. Visibility into collaboration deployment

Answer: C

NEW QUESTION # 177
What does the ART planning board show?

• A. Risks
• B. Capacity and load
• C. Epics
• D. Significant dependencies

Answer: D

Explanation:
Explanation
The ART planning board, also known as the program board, is a visualization of the PI's feature delivery dates, feature dependencies among teams, and relevant milestones. It helps the ART align on a common mission and vision, identify and resolve dependencies, and track progress and risks throughout the PI. The ART planning board does not show risks, capacity and load, or epics, although these may be discussed or tracked elsewhere during PI planning or execution. References: ART Planning Board, PI Planning, SAFe Program Board 101

NEW QUESTION # 178
Which responsibility belongs to the Product Owner in the team?

• A. To facilitate team meetings and drive Agile behavior
• B. To sequence backlog items to program priorities, events, and dependencies
• C. To foster normalized estimating within the team
• D. To foster adoption of Agile technical practices

Answer: B

Explanation:
Explanation
The Product Owner (PO) in the team is responsible for sequencing backlog items to program priorities, events, and dependencies. The PO works with the Product Manager, who owns the Vision and the Roadmap, to define and sequence the features in the Program Backlog1. The PO also collaborates with other POs in the Agile Release Train (ART) to manage dependencies and ensure alignment across teams2. The PO maintains and prioritizes the Team Backlog, which is the single source of truth for the upcoming features of the system3. The PO also participates in the Program Increment (PI) Planning, where the team's PI objectives are aligned with the program priorities and dependencies4. References: Product Owner - Scaled Agile Framework, Team Backlog - Scaled Agile Framework, Program Backlog - Scaled Agile Framework, PI Planning - Scaled Agile Framework

NEW QUESTION # 179
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